“Unsafe at Any Speed”

Early in the day, I was speaking with a friend about the future of the distribution system in a certain industry. “Is the system dead”, I asked? No Jack explained, “the problem is a generational (chronological or attitudinal) issue not a systemic one”.

Some organizations are flourishing, others are dinosaurs, and still others are sitting on the banks of the Tar Pits, trying to decide their future. Our discussion continued for some time but I’ll save you from the detail.

Later in the evening, I was reading an excellent book It’s not the BIG that eat the SMALL… it’s the FAST that eat the SLOW (Jason Jennings and Laurence Haughton / Harper Business- 2001). I could see the genius of their ideas in concept. Their theory was developed through and supported by their experience with businesses that lead their industries. Their theories work.

Unfortunately their ideas didn’t “square” with some of my experiences, beliefs, and practices. “Am I wrong? Are they? What am I missing? This makes sense but it won’t work even though it already has. There has to be more – what’s the answer?” – I was struggling.

The TV was mumbling in the background. I glanced away from the monitor for a second merely to refocus my eyes and clear my brain. Eureka – the dots connected. On the screen Ralph Nader was visiting with a talking head. I flashed back to the mid- 1960s and saw the roots of Nader and his consumer movement. His first book had been called Unsafe at any Speed! It was an expose’ on the dangers inherent in the Chevrolet Corvair, one of the first rear-engine cars.

At that moment Ralph Nader’s greatest accomplishment in my mind was not his contribution to auto safety, his establishment of a consumer movement, or his Presidential race, it was that this “flashback” – his face on the TV screen, had answered my question and resolved my concerns.

Jennings and Haughton are right – SPEED is critical to future success – tomorrow. I am right – what they preach makes sense in concept but gets muddled – in the concrete world of my existence. Why the dilemma? It’s simple - today, most businesses are “UNSAFE AT ANY SPEED!

If you’re building an organization for tomorrow, build for speed. Start with your guiding Principles and move directly to the Causes and Crusades that these writers suggest.

If you’re leading and / or operating a company more stereotypical of business and industry today – those that have evolved from yesterday’s command and control world then you must reengineer your organization for change – for speed.

You can only get to SPEED and the success that follows by first making your organization SAFE to accelerate and sustain SPEED. If the organization is not reasonably safe or perceived to be reasonably safe no one will drive and no one will ride.

To do this you must move your organization from the rigid command and control systems of yesterday where the boss had total control – he did the thinking and the employees did the “doing” to a system of empowered, responsible, and accountable employees. Those with the flexibility, innovation, thinking, and risk-taking skills needed in tomorrow’s world.

To create such a system, you must identify and communicate your guiding Principles / VALUES – the foundation for the future. You must work through a Vision and Mission that is understood and embraced by all – your future. You must build people - their willingness, ability, confidence, and commitment. You and your team must create the strategies, innovations (breaking down the walls of the Bureaucracy), and action steps needed to compete (negotiate the curves and staff the pit crew) before you enter the track.

In closing, if an OBJECTIVE analysis of your organization reveals that you already have a Corvette – start your engine. If your organization is more like the Corvair or your “daddy’s Oldsmobile” trade it in on a Corvette or go to the garage and get started on the challenge of your life – reengineering your vehicle for speed!

Then get - “On the Road Again!”

© Square One Consulting (February 2001)

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